SOL Cleaning and Its Management Principles

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Table of Contents

Introduction
Evidence of Four Functions of Management
Evaluation of Work Place
Efficiency and Effectiveness
Conclusion
References

Introduction

Competition has gone global and the market and industry dynamics have necessitated the need for companies to make concerted efforts streamlined towards ensuring that high-quality goods and services are offered in the market at competitive prices. This has resulted in the adoption and implementation of several tools and strategies geared towards the attainment of the aforementioned goals. Some of the strategies that have been roundly embraced by a multitude of companies are the application of best strategies in planning, organizing, leading, and controlling which has to lead to a paradigm shift towards better management practices. The purpose of this study was to assess how SOL has management to entrench these four principles in management in its operational culture, evaluate SOL in terms of its workplace and analyze the level of SOL efficiency and effectiveness through case study analysis.

Evidence of Four Functions of Management

It can be discerned from the case study materials that the four functions of management have been extensively used by SOL as core drivers to success. Planning as an important function in management has been demonstrated by its exquisite office that houses its headquarters in Helsinki. The ability to blend a multicultural version of office décor with state-of-the-art technology that explodes with color, creativity, and chaos is a demonstration of careful planning aimed at corporate branding of its image.

Today’s business environment is characterized by stiff competition that demands the adoption of better panning practices in every step of an entire process, from customer service to training programs (Samson & Daft, 2009). The ability to tailor the image and environment of one of the world’s least glamorous businesses – industrial cleaning to the level of glamorous environments tailor-made for software developers in Silicon Valley, creative types on Madison Avenue, or Hollywood screenwriters a clear demonstration of its exquisite planning practices that mops up competition from rivals.

The organizational capacity as an operational success factor in SOL is demonstrated by the training program would be the envy of any high-tech giant. This is projected “in the analysis of case study materials by its core curriculum that consists of seven modules, each of which lasts four months and ends with a rigorous exam” (Imperato, 1997). To successfully implement such a rigorous curriculum demands the best of organizational skills. The effectiveness of the application of organizing as a function has of management has been further demonstrated by their levels of success and the ability to attract, recruit and retain the best skills in the workplace.

According to Samson & Daft (2009), “leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.” This has been demonstrated by how Joronen has been transforming the business into a successful enterprise. In showing the direction and acting as a role model, Joronen commutes to work on her (bright yellow) bicycle that stands as brand colors of the company and in the belief in her simple mantra – “Kill routine before it kills you.” In addition to the above, the role of leadership as a function in management has been demonstrated by the successful decentralizing responsibility and authority – an integral part of management that has been a challenge to most companies.

In addition to the above, successful leadership skills thrives within the working environment in SOL. The ability to balance hard work and fun in an environment where few people dream to be part of is a clear sign of leadership with responsibility. This means that the culture entrenched within SOL is geared towards achieving full employee satisfaction that encompasses fun and individual freedom. Last, control as a function of management is demonstrated within the working environment in SOL by the elimination of perks and status symbols. Whereas most organizations attach their culture to the importance of rank within the management, the ability to erase this norm within management circles points out the capacity to take control in the working environment.

Evaluation of Work Place

The evaluation of the workplace place in SOL illustrates that this is an entirely new workplace. According to Prose (2008), “in the new paradigm, old-style human resources departments disappear, the development of a camaraderie and a close-knit family atmosphere is enhanced and workplaces should, like offices, make strong efforts to be warm, welcoming places.” Jonoren’s efforts to clean up an industry notorious for low wages, high turn over and lousy service that achieve employee satisfaction and attract admiration beyond the local borders is a demonstration of new work culture entrenched in business. “Innovation is the strength of the American workforce” (Statt, 1999). The current workplace is characterized by innovations and the adoption of high-tech means of achieving business objectives. “SOL Cleaning Service combines radical innovation with disciplined execution – a winning formula that mops up the competition and demonstrates shift towards the adoption of new work place” (Imperato,1997).

The new workplace environment within SOL is further demonstrated by cutting-edge technology that includes standardized laptops and cell phones for all supervisors. The application of a sophisticated sales database that includes an intranet capable of tracking all of SOL’s existing customers and high-priority target accounts, when they were last contacted, by whom, and what promises were made is a demonstration of the new workplace characteristics.

Efficiency and Effectiveness

The case study materials and the company’s website both abide by the effectiveness and efficiency of the company. The effectiveness of SOL in achieving its objectives is demonstrated by its working environment and the capacity to satisfy the diverse demands of the customer. According to SOL (2009), “SOL operates in an eco-friendly way, with the aim of conserving natural resources and minimizing our environmental footprint.” This demonstrates the ability to stay in tandem with the demands of the current workplace concerning environmental conservation. In stating that “We are aware of the environmental impact of our services and of our responsibility as the user of products, all of which are addressed throughout our decision-making processes” SOL (2009) illustrates its effectiveness in aligning its operations to industry demands.

The efficiency in managing its operations forms the foundation of its success and encompasses SOL management’s belief in accountability and measurement of performance. This is supported by the thorough analysis attached in the opening of its studio. This must operate within the ability to attract customers and cover the rent, equipment, and training. Last, efficiency is demonstrated by the culture of letting employees set their targets and supporting them in achieving their targets through team building.

Conclusion

In conclusion, SOL has effectively managed to blend new workplace culture with best management practices to ensure the capacity to turn around a dirty Business using bright Ideas into a glamorous company with an international presence.

References

Imperato, G. (1997). Dirty business, Bright ideas. Web.

Prose, P. (2008). New Workplace Paradigms. Web.

Samson, D. & Daft, R. L. (2009). Management. South Melbourne, Vic: Cengage Learning Australia.

Statt, D.A. (1999). Concise Dictionary of Business Management. New York: Routledge.

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